Innovation: Organizing and Leading “Heavyweight” Development Teams

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Transcript of Innovation: Organizing and Leading “Heavyweight” Development Teams

The human side of innovation managementArticle Presentation Group 2

Minke BergsmaNiels NederpeltLianne WilminkEffective Product and Process DevelopmentMarketingEngineeringManufacturingTypes of Development Project TeamsFunctional Team StructureFMFMFMWorking LevelResponsibility and authority alignedJudged, evaluated and rewarded by the same managers (career paths)Prior experience

Judged independently of overall project successEvery project different objectives and performance requirementsLightweight Team StructureFMFMFMSame strenghts and weaknesses as functional structure, BUT at least one person looks across functionsImproved communicationPMProject ManagerLiaisonLLLAutonomous Team StructureFMFMFMFocusCross-Functional integrationExpand bounds of project Hard to go back after completionCan get away from senior managementBirthplace of new business unitsLLLPMMarketConceptHeavyweight Team StructureFMFMFMPM has direct access and responsibility for the work of allPM's are senior managers with expertise and experience and wield organizational cloutCore people are dedicated and colocated with PMPM is not responsible for long term career development of individuals

You need a 'heavyweight' leader!Not just a new structure, a new way of workingBoth team and organization must realize thisonly then can the team reach its full potential

The Bandit Pager Heavyweight TeamThe core team consisted of a heavyweight project leader and a handful of dedicated and co-located individualsChallenges of a heavyweight team-Integration and integrity-Less time and less employees needed

-Conflict with functional organization -Get carried away and misguiding status-Can turn into autonomous tiger teams-Individual components may not have the same technical excellence